One year of Strategy 2030+: What has happened so far
A year ago, we announced our Strategy 2030+ and began its implementation. A lot has happened since then. This review highlights the progress we have made at Jungheinrich across the four action fields of Global Expansion, Automation, Portfolio Extension and Transformation.
The aim of Strategy 2030+ is clear: by 2030, we want to be a 10 | 10 company, achieving revenue of 10 billion euros and an EBIT margin of 10 per cent. Strategy 2030+ sets out a clear framework for this and outlines how we will make Jungheinrich more profitable, efficient and sustainable.
To achieve this goal, we are working across four action fields: Global Expansion, Automation, Portfolio Extension and Transformation. One year after the launch of Strategy 2030+, it is clear that we are consistently pursuing this path. Key projects have been initiated or have already been implemented. Our corporate statements – Vision, Mission, Purpose and People & Culture – also provide guidance for our day-to-day activities.
Global Expansion
The progress we have made is impressive: in Qingpu, near Shanghai, we have opened our Global Original Equipment Manufacturer Centre. There, we are consolidating key functions for the development and management of our global portfolio in the entry-level segment under the “AntOn by Jungheinrich” brand. In November 2025, we reached another milestone: We acquired Invar, the specialist in warehouse and order fulfilment solutions, thereby significantly expanding our activities in the US market.
Automation
Last year, we managed to win major customer projects in warehouse automation and specifically expand our customer base for mobile robots with new solutions. For example, we implemented one of Hungary’s largest autonomous warehouse investments for Gebrüder Weiss Ltd. and expanded an automated logistics system at Liebherr’s Ehingen plant.
Portfolio Extension
We have added a new colour to our existing range to achieve this. In addition to classic yellow Jungheinrich forklifts, we have also been offering purple trucks under the new brand “AntOn by Jungheinrich” since last year. This also allows us to cover the entry-level segment.
In terms of activities outside our core business, the successful launch of the start-up turnus.ai by our Jungheinrich subsidiary Uplift Ventures was a particular highlight. With an AI solution made in Germany, Uplift Ventures is responding to the growing need to efficiently manage sustainability and compliance requirements.
Transformation
In the Business Transformation area, the focus is on evolving into a customer-centric, highly productive and cost-efficient organisation. In July, a comprehensive transformation programme was approved to position Jungheinrich for the future, given intensified competition and rising cost pressures. The relevant measures have been largely implemented. At the same time, our digital transformation is continuing consistently. A key component of this is the DEEP programme, which is used to further develop end-to-end digital processes.
Sustainability is also an integral part of the Transformation action field. Here, we aim to be among the world’s most sustainable companies. One of the greatest steps forward we have taken towards this goal has also been recognised externally. Thanks to the consistent implementation of our climate strategy, we have achieved an A rating in the CDP sustainability rating for the first time.
Outlook
Following a successful first year, the focus is now on finalising and implementing further initiatives across all four areas of action. The Strategy 2030+ remains the framework for systematically developing global competitiveness, customer focus and sustainability.
